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|All Authors / Contributors:||
Suzanne McCorkle; Melanie Reese
|Description:||xvi, 342 p. ; 24 cm.|
|Contents:||Section I: Interpersonal Conflict Causes and Patterns Chapter 1: Conflict in Everyday Life Why Study Conflict General Assumptions about Interpersonal Conflict Beneficial Aspects of Interpersonal Conflict Defining Interpersonal Conflict Interpersonal Conflict is Different from Argument Chapter 2: Major Approaches to Conflict Management The Purpose of Theory Nature vs. Nurture Communication Theory Theories Influencing Conflict Management Studies Emerging Theories Chapter 3: Competitive and Cooperative Approaches The Competitive Approach The Cooperative Approach When Worlds Collide Supportive and Defensive Climates Chapter 4: Causes of Conflict Conflict Topics are Not Necessarily Conflict Causes Conflict Behaviors Are Motivated by Reasons that Make Sense Conflict Behaviors are Learned Goal Interference Causes Conflict Perception Patterns Affect How Goals Are Interpreted Goals are Dynamic Skills to Enhance Goals Analysis and Development Chapter 5: Interpersonal Conflict Variables Variables in Interpersonal Conflict Conflict Management Variables Sources of Conflict Patterns Section II: Conflict Management Skills Chapter 6: Listening and Seeking Information An Introduction to Listening Types of Listening Effective Listening Skills for Conflict Managers Chapter 7: Styles and Behavior Patterns What is Style? Personality Styles Conflict Management Styles Communication Behaviors that Affect Conflict Management Emotional Intelligence Functional vs. Dysfunctional Styles Chapter 8: Negotiation The Worlds of Negotiation Competitive Negotiation Cooperative Negotiation Moving from Competitive to Collaborative Additional Negotiation Variables Chapter 9: Conflict Assessment Understanding Conflict from the Inside Out Conflict Assessment: First Level Tools Conflict Assessment: Comprehensive Conflict Checklist Concept-Based Analysis Tools Creating an Analysis Tool Transformation is the Key Section III: Beyond the Basics Chapter 10: Difficult People and Bullies An Overview of Difficult Encounters Critical Lessons About Difficult Encounters Specific Difficult Encounters Bullying and Violence Chapter 11: Moving Beyond Self Help Approaches to Solving Conflict Conflict Coaching Third Party Resolution Processes Mediation Mediator Responsibilities Mediator Approaches The Balanced Model of Mediation Chapter 12: Managing the Aftermath: Anger, Apology, Forgiveness, and Reconciliation Anger Apologies Forgiveness Reconciliation Section IV: Conflict in Context Chapter 13: Family Communication and Conflict The Family as a Communication System What is a Family? Satisfaction in Marriages and Families Conflict in the Family Conflict Management Skills for Families Chapter 14: Conflict at the Workplace The Workplace is a Unique Context Workplace Communication The Nature of Groups Conflict in the Work Setting Preventing and Managing Conflict at Work Group Conflict Conflict Management Systems Chapter 15: Conflict and Society Politics as Personal Values, Beliefs, and Attitudes Identify (Face) Threats Polarization Means of Managing Social Conflict Strategies of Group Movements Reframing Social Conflict Appendices A: A Six Step Method for Managing the Difficult Person Encounter B: The University Chain of Command C.: The Meeting Manager S Essential Skills to Prevent and Moderate Conflict D: A Lifetime of Predictable Conflicts E: Sample Mediation Case F: Media and Family Conflict Glossary References Index|
|Responsibility:||Suzanne McCorkle, Melanie J. Reese.|
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